Wht is Organisational Change 07

8/6/2019 Wht is Organisational Change 07

1/20


2/20

Learning Objectives

` Appreciate the Necessity of Managing Change.

` Recognize What Causes Change.

` Identify Targets for Change.

` Plan and Implement Change.` Recognize and Overcome Resistance to Change.

` Lead the Planned Change Process.


3/20

Types of Organizational Change

` Anticipatory changes: planned changes based on expectedsituations.

` Reactive changes: changes made in response to unexpectedsituations.

` Incremental changes: subsystem adjustments required tokeep the organization on course.

` Strategic changes: altering the overall shape or direction ofthe organization.


4/20


5/20

Forces of Change

` External Forces` Market Place

` Govt Laws and Regulations

` Technology

`

Labor market` Economic Change

` Internal Forces

` Changes in Organisational

Strategies

` Workforce change

` New Equipment` Employee Attitude


6/20

Unfr z

Chang

RefreezeT

hree

Phases o

f

Three

Phases o

fPlanned ChangePlanned Change


7/20

Unfreezing

` Help people accept that

change is needed

because the existing

situation is not adequate


8/20

Changing

` Involves rearranging of

current work norms and

relationships to meet

new needs


9/20

Refreezing

` Reinforces the changes

made so that the new

ways of behaving

become stabilized


10/20

WhyDo Employees Resist Change?

` Surprise` Unannounced significant changes threaten employees sense of balance

in the workplace.

` Inertia` Employees have a desire to maintain a safe, secure, and predictable status

quo.` Misunderstanding and lack of skills

` Without introductory or remedial training, change may be perceivednegatively.

` Poor Timing

` Other events can conspire to create resentment about a particularchange.


11/20

contd..

` Emotional Side Effects` Forced acceptance of change can create a sense of powerlessness, anger,

and passive resistance to change.

` Lack of Trust` Promises of improvement mean nothing if employees do not trust

management.` Fear of Failure

` Employees are intimidated by change and doubt their abilities to meetnew challenges.

` Personality Conflicts

` Managers who are disliked by their managers are poor conduits forchange.


12/20

contd

` Threat to Job Status/Security` Employees worry that any change may threaten their job or

security.

` Breakup of Work Group

` Changes can tear apart established on-the-job socialrelationships.

` Competing Commitments

` Change can disrupt employees in their pursuit of other goals.


13/20

Overcoming Resistance to Change

` Education and Communication.

` Participation and Involvement.

` Facilitation and Support.

` Negotiation and Agreement.` Manipulation and Co-optation.

` Coercion.

` Promote Positive Attitudes Toward Change.


14/20

Steps in the Planned Change Process

Recogni e the need

for change

Diagnose andplan change

Manage the

transition

Measure results

Maintain change


15/20

Making Change Happen

` Two Approaches to Organization Change

` Organization Development (OD)

` Formal top-down approach

` Grassroots Change

` An unofficial and informal bottom-up approach


16/20

Planned Change Through

Organization Development (OD)

` Organization development (OD)` Planned change programs intended to help people and

organizations function more effectively.

` Applying behavioral science principles, methods, and theories to

create and cope with change.

` OD creates fundamental change in the organization, as opposed to

fixing a problem or improving a procedure.

` OD programs generally are facilitated by hired consultants,


17/20

Unofficial and Informal Grassroots Change

` Grassroots Change` Change that is spontaneous, informal, experimental, and driven

from within.

` Tempered Radicals

`

People who quietly try to change the dominant organizationalculture in line with their convictions.


18/20

Targets for Organizational Change

StrategyDevelopnew visions, missions,

strategic plans.

Structure

Add a newdepartment ordivision, or consolidate

two existing ones.

People Replace aperson or changeknowledge, skills,

attitudes, or behaviors.

Technologyupgradea data processing

system.

Management

Encourageparticipation by thoseinvolved in solution of

problems.


19/20

Autocratic leadership, also known as authoritarianleadership, is a leadership style characterized by

individual control over all decisions and little input

from group members. Autocratic leaders typically

make choices based on their own ideas and

judgments and rarely accept advice from followers.

Autocratic leadership involves absolute, authoritarian

control over a group.

Autocratic leadership,


20/20

Some of the primary characteristics of autocratic

leadership include:

` Little or no input from group members.

` Leaders make the decisions.` Group leaders dictate all the work methods and

processes.

` Group members are rarely trusted with decisions

or important tasks.

Characteristics of Autocratic Leadership

Wht is Organisational Change 07

Documents

Transcript of Wht is Organisational Change 07